Efnisyfirlit

• Cover
• Also Available by Michael Armstrong
• Title Page
• Dedication
• Contents
• List of figures
• List of tables
• Preface
• PART I    Fundamentals of human resource management
• 01    Human resource management (HRM)
• Introduction
• Human resources defined
• Human resource management defined
• The emergence of HRM
• The concept of HRM
• The goals and beliefs of HRM
• The theoretical base of HRM
• Models of HRM
• HRM today
• References
• 02    Human capital management
• Human capital management defined
• The concept of human capital
• The constituents of human capital
• Approaches to people management raised by human capital theory
• References
• 03    Strategic HRM
• Introduction
• The nature of strategic human resource management
• Strategic HRM and strategic management
• Strategic HRM and HRM
• Strategic HRM and HRM strategies
• Critical evaluation of the concept of SHRM
• The resource-based view of SHRM
• Strategic fit
• Perspectives on SHRM
• References
• PART II    Delivering HRM
• 04    HR architecture – the HR system
• HR architecture
• The HR system
• References
• 05    The role of the HR function
• Introduction
• The contribution of HR
• The role of the HR function
• The organization of the HR function
• Power of the HR function
• Evaluating the HR function
• The role of HRM in small- and medium-sized organizations (SMEs)
• References
• 06    The role of HR professionals
• The overall role of the HR professional
• The HR business partner role
• The partnership role of HR professionals
• HR professionals: role requirements
• Carrying out the role of the HR professional
• The HR role of line managers
• References
• 07    HRM and performance
• Introduction
• The impact of HR
• Developing a high-performance culture
• High-performance work systems
• Performance management
• The contribution of HR
• References
• PART III    Human resource management processes
• 08    HR strategies
• Introduction
• What are HR strategies?
• References
• 09    HR policies
• Introduction
• Why have HR policies?
• Overall HR policy
• Specific HR policies
• Formulating HR policies
• Implementing HR policies
• Reference
• 10    HR procedures
• What are HR procedures?
• Capability procedure
• Disciplinary procedure
• Grievance procedure
• Redundancy procedure
• 11    HR analytics
• Introduction
• HR analytics defined
• The purpose of HR analytics
• HR analytics levels
• References
• 12    Knowledge management
• Introduction
• The concept of knowledge
• Knowledge management defined
• Knowledge management strategies
• Knowledge management issues
• The contribution of HR to knowledge management
• References
• 13    Competency-based HRM
• Introduction
• Competency defined
• Competency frameworks
• Using competencies
• Applications of competency-based HRM
• Developing a competency framework
• Competencies and emotional intelligence
• References
• 14    The ethical dimension of HRM
• Introduction
• The meaning and concerns of ethics
• The nature of ethical decisions and judgements
• Ethical frameworks
• Equity theory
• Justice
• HRM ethical guidelines
• Ethical dilemmas
• The ethical role of HR
• References
• 15    Corporate social responsibility
• Introduction
• Corporate social responsibility defined
• Strategic CSR defined
• CSR activities
• The rationale for CSR
• The opposing view
• Benefits of CSR
• The basis for developing a CSR strategy
• References
• PART IV    People and organizations
• 16    Organizational behaviour
• Introduction
• Organizational behaviour defined
• The sources and applications of organizational behaviour theory
• How organizations function
• Organizational culture
• Organizational climate
• Organizational processes
• Characteristics of people
• Implications for HR specialists
• References
• 17    Work, organization and job design
• Introduction
• Work design
• Organization design
• Job design
• Role development
• References
• 18    Organization development
• Introduction
• Organization development defined
• The nature of organization development
• The story of organization development
• Organization development strategy
• Organizational diagnosis
• Organization development programmes
• Conclusions on organization development
• References
• PART V    Factors influencing employee behaviour
• 19    Motivation
• Introduction
• The meaning of motivation
• Types of motivation
• Motivation theory
• Motivation and job satisfaction
• Motivation and money
• Motivation strategies
• References
• 20    Commitment
• Introduction
• The meaning of organizational commitment
• The importance of commitment
• Commitment and engagement
• Critical evaluation of the concept of commitment
• Factors affecting commitment
• Developing a commitment strategy
• References
• 21    Employee engagement
• Introduction
• The meaning of employee engagement
• The theory of engagement
• The components of employee engagement
• Drivers of employee engagement
• Outcomes of engagement
• Enhancing employee engagement
• Enhancing job engagement
• Enhancing organizational engagement
• Burnout
• Measuring engagement
• References
• PART VI    People resourcing
• 22    Strategic resourcing
• Strategic resourcing defined
• The strategic HRM approach to resourcing
• Employer brand
• Employee value proposition
• Reference
• 23    Workforce planning
• Introduction
• Workforce planning defined
• Incidence of workforce planning
• The link between workforce and business planning
• Reasons for workforce planning
• Workforce planning issues
• Systematic workforce planning
• Approach to workforce planning
• References
• 24    Recruitment and selection
• Introduction
• The recruitment and selection process
• Defining requirements
• Attracting candidates
• Dealing with applications
• Selection methods
• Provisional offers and obtaining references
• Checking applications
• Final offers
• Following up
• Dealing with recruitment problems
• References
• 25    Talent management
• Talent management defined
• The process of talent management
• The talent pool
• Talent management policy
• Talent management strategy
• Workforce planning
• Resourcing
• Identifying talent
• Talent development
• References
• 26    Introduction to the organization
• Introduction
• Induction defined
• Reception
• Information for new staff
• Introduction to the workplace
• On-the-job induction training
• Formal induction courses
• 27    Release from the organization
• Introduction
• Redundancy
• Dismissal
• 28    Managing employee retention
• Introduction
• Employee turnover
• Retention planning
• References
• 29    Absence management
• Introduction
• Causes of absence
• Absence policies
• Recording and measuring absence
• Controlling short-term absence
• Managing long-term absence
• References
• 30    Managing diversity and inclusion
• Introduction
• The meaning and significance of managing diversity and inclusion
• The rationale for managing diversity and inclusion
• How to manage diversity and inclusion
• Defining the values
• Diversity and inclusion policy
• References
• 31    Managing flexibility
• Introduction
• The flexible firm
• Operational flexibility
• Other forms of flexible working
• References
• PART VII    Learning and development
• 32    Strategic learning and development
• Introduction
• Strategic L&D defined
• Aims of strategic L&D
• Learning and development philosophy
• The business case for L&D
• Impact of learning and development on performance
• Organizational learning strategies
• Individual learning strategies
• References
• 33    How people learn
• Introduction
• The basis of learning
• The motivation to learn
• Learning theory
• Lessons from neuroscience
• Learning styles
• The implications of learning theory and concepts
• References
• 34    The process of learning and development
• Introduction
• Identifying learning needs
• Approaches to learning and development
• Evaluation of learning
• References
• 35    Workplace learning
• Introduction
• The nature of workplace learning
• Enhancing workplace learning
• Making workplace learning effective
• References
• 36    Social learning
• The nature and significance of social learning
• References
• 37    E-learning
• E-learning defined
• Uses of e-learning
• Advantages and disadvantages of e-learning
• Developments in e-learning
• References
• 38    Training
• Introduction: training defined
• Types of training
• The justification for training
• Systematic training
• Transferring learning
• Just-in-time training
• Bite-sized training
• Effective training practices
• Instructional design
• Planning and delivering training events and programmes
• Evaluation of training
• References
• 39    Leadership and management development
• Introduction
• Leadership and management development defined
• The nature of leadership and management
• Leadership and management development compared
• Leadership development
• Management development
• Criteria for leadership and management development
• References
• 40    The role of the learning and development function
• Introduction
• The role of the L&D function
• The role of the L&D specialist
• References
• PART VIII    Performance management
• 41    Performance management fundamentals
• Introduction: performance management defined
• The basis of performance management
• Aims of performance management
• The impact of performance management on performance
• Performance management as a rewarding process
• References
• 42    The process of performance management
• Introduction
• Performance planning
• Managing performance throughout the year
• Performance reviews
• Performance assessment
• Recording the performance agreement and review
• Web-enabled performance management
• 360-degree feedback
• Introducing performance management
• Performance management issues
• Reinventing performance management
• References
• PART IX    Rewarding people
• 43    Reward management
• Reward management defined
• Aims of reward management
• Reward philosophy
• Guiding principles
• Reward strategy
• Reward policies
• The reward system
• Recognition schemes
• Employee benefits
• References
• 44    Market pricing
• Market pricing defined
• Use of market pricing
• Acceptability of market pricing
• The concept of a market rate
• Market rate analysis
• 45    Job evaluation
• Job evaluation defined
• Analytical job evaluation schemes
• Non-analytical job evaluation schemes
• 46    Grade and pay structures
• Purpose of grade and pay structures
• Grade structures
• Pay structures
• Guiding principles
• Criteria for choice
• 47    Contingent pay
• Contingent pay
• Performance-related pay
• Team pay
• Pay for organizational performance
• References
• 48    Managing reward for special groups
• Introduction
• Rewarding directors and executives
• Reward management for sales and customer service staff
• Paying manual workers
• References
• 49    Managing reward systems
• Controlling reward
• General pay reviews
• Individual pay reviews
• Reward procedures
• PART X    Employee relations
• 50    The basis of employee relations
• Introduction
• The meaning of employee relations
• Employee relations policies
• Employee relations strategies
• Employee relations climate
• Managing with unions
• Managing without unions
• References
• 51    The employment relationship
• Introduction
• The nature of the employment relationship
• Labour process theory and the employment relationship
• Employment relationship contracts
• Managing the employment relationship
• Developing a climate of trust
• References
• 52    The psychological contract
• Introduction
• The psychological contract defined
• The significance of the psychological contract
• The psychological contract and the employment relationship
• How psychological contracts develop
• The problem with psychological contracts
• Developing and maintaining a positive psychological contract
• References
• 53    The practice of industrial relations
• Introduction
• Trade union membership
• Union recognition
• Collective bargaining
• Collective agreements
• Informal employee relations processes
• References
• 54    Employee voice
• Introduction
• The meaning of employee voice
• The purposes of employee voice
• Stages of employee voice
• Expression of employee voice
• References
• 55    Employee communications
• Introduction
• The importance of employee communications
• What should be communicated
• Approach to communication
• Communication methods
• Employee communication strategy
• References
• PART XI    Employee well-being
• 56    The practice of employee well-being
• Introduction
• Reasons for concern
• The work environment
• Managerial behaviour
• Work–life balance
• Managing stress
• Sexual harassment
• Bullying
• Services for individuals
• Group employee services
• References
• 57    Health and safety
• Introduction
• Managing health and safety at work
• Health and safety policies
• Conducting risk assessments
• Health and safety audits
• Health and safety inspections
• Accident prevention
• Occupational health programmes
• Measuring health and safety performance
• Communicating the need for better health and safety practices
• Health and safety training
• Organizing health and safety
• PART XII    International HRM
• 58    The international HRM framework
• Introduction
• The international scene
• International HRM strategies
• Contextual factors
• Convergence and divergence
• References
• 59    The practice of international HRM
• Introduction
• Workforce planning
• Resourcing
• International talent management
• International performance management
• Reward management
• Multicultural working
• Role of the international HR function
• References
• 60    Managing expatriates
• Introduction
• Why use expatriates?
• RoI on international assignments
• The process of managing expatriates
• Resourcing policies
• Recruitment and selection policies
• Preparation policy
• Assimilation and support
• Career management
• Performance management
• Re-entry policies
• Pay and allowances policies
• References
• PART XIII    HRM Practices
• 61    HR information systems
• Introduction
• Reasons for introducing an HRIS
• The functions of an HRIS
• Features of an HRIS
• E-HRM achievements
• References
• 62    Employment law
• Introduction
• The purpose of employment law
• How are these objectives achieved?
• How is employment law enforced?
• HRM and employment law
• References
• PART XIV    HR skills
• 63    Strategic HRM skills
• Introduction
• The strategic role of the HR professional
• The strategic skills required
• HR strategic activities and skills as defined by the CIPD
• 10 things to do if you want to be strategic
• References
• 64    Business skills
• Introduction
• Business skills
• Financial skills
• Business models
• References
• 65    Problem-solving skills
• Introduction
• Problem solving
• 12 problem-solving steps
• References
• 66    Analytical and critical skills
• Introduction
• Evidence-based management
• Analytical skills
• Logical reasoning
• Critical thinking
• Critical evaluation
• Testing propositions
• Developing and justifying original arguments
• References
• 67    Research skills
• Introduction
• The nature of research
• Planning and conducting research programmes
• Research methodology
• Methods of collecting data
• Processes involved in research
• References
• 68    Statistical skills
• Introduction
• Using statistics
• Frequency
• Measures of central tendency
• Measures of dispersion
• Correlation
• Regression
• Causality
• Tests of significance
• Testing hypotheses
• 69    Selection interviewing skills
• Introduction
• Selection interviewing skills
• Preparing for the interview
• Planning the interview
• Questioning techniques
• Coming to a conclusion
• Dos and don’ts of selection interviewing
• Reference
• 70    Job, role and skills analysis and competency modelling
• Introduction
• Definitions
• Job analysis
• Job descriptions
• Role analysis and role profiles
• Skills analysis
• Competency modelling
• References
• 71    Learning and development skills
• Introduction
• Coaching
• Mentoring
• Job instruction
• References
• 72    Negotiating skills
• Introduction
• The process of negotiation
• Stages of negotiation
• Negotiating and bargaining skills
• 73    Leading and facilitating change
• Introduction
• The role of HR in leading and facilitating change
• The change process
• Change models
• Resistance to change
• The role of change agents
• References
• 74    Leadership skills
• Introduction
• The meaning of leadership
• Leadership theories
• What leaders do
• Leadership styles
• Types of leaders
• The qualities of a good leader
• Effective leadership
• References
• 75    Influencing skills
• Introduction
• Persuading people
• Case presentation
• Making a business case
• Facilitating
• Coordinating discussions
• 76    Handling people problems
• Introduction
• Disciplinary issues
• Absenteeism
• Handling poor timekeeping
• Handling negative behaviour
• Dealing with under-performance
• 77    Handling challenging conversations
• 78    Managing conflict
• Introduction
• Handling intergroup conflict
• Handling interpersonal conflict
• Resolving conflict between team members
• Reference
• 79    Political skills
• Introduction
• Typical political approaches
• Using political means to get things done
• Political sensitivity
• Dangers of politics
• Dealing with organizational politics
• Reference
• 80    Investigating a business issue from an HR perspective
• Introduction
• Identify business issues
• Establish people factors
• Critically analyse relevant HR policy and practice
• Conduct or participate in research
• Analyse quantitative and qualitative information
• Draw conclusions
• Prepare and make the business case
• References
• Author index
• Subject index
• Copyright